IBM
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IBM analyzed its strategies and environment to move into higher-value software and services. It conducted PESTEL, five forces, SWOT analyses. IBM understood value was shifting to software due to globalization, new technology, and customer needs. It sold hardware units and focused on software, services. It aimed to help clients through technology and provide long-term shareholder value. Noise from various internal and external factors impacted IBM as a complex nonlinear system, but it had strengths to adapt its strategies accordingly.
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IBM has had a long history with many ups and downs. Some keys to its recent success include embracing consulting and data analytics through acquisitions, heavily investing in R&D spending $50 billion with 30% allocated to long-term research, and having a large, skilled workforce. IBM's plans to solve world challenges through targeting issues like pollution may face risks as the solutions to large problems are difficult with uncertain timelines and technologies that could become outdated. IBM also decentralizes and spends heavily on R&D.
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Ibm case study
International Business Machine (IBM) has experienced many ups and downs over its long history since 1910. [1] Key factors in IBM's recent success include its well-known brand name, global distribution capabilities, and ability to change its organization when technology changes. [2] IBM's plans to solve some of the world's most challenging problems may succeed because it hires scientists, engineers, and consultants, invests $50 billion in R&D with 30% for long-term research. [3] IBM's biggest competitors today are technology and consulting firms related to hardware and software like HP and Accenture. However, risks to IBM's current strategy include low success rates, R&D becoming obsolete, inability to
35048688 ibm-presentation-converted-final-ppt
IBM is a global technology and consulting company headquartered in New York. It has over 426,000 employees and annual revenue of over $103 billion. Some key facts:
- IBM pioneered many innovations including the floppy disk, hard disk drive, FORTRAN programming language, and ATM.
- It serves industries like aerospace, banking, government, and telecommunications. It provides technologies and services for business intelligence, customer relationship management, ERP, and financial management.
- IBM has adapted to changes in IT through initiatives in open source, cloud computing, services, and acquisitions like Lenovo for ThinkPads and Telelogic for product development software.
Rebirth of IBM
IBM has a long history dating back to 1911. After struggling in the 1990s, IBM underwent a major transformation led by CEO Lou Gerstner in the 1990s. Gerstner shifted IBM's focus from hardware to services and consulting. Subsequent CEO Samuel Palmisano continued this services focus and introduced the concept of "on-demand" computing. Today under current CEO Virginia Rometty, IBM continues to successfully transform its business model and focus on growth areas like cloud computing and artificial intelligence through acquisitions and innovation.
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IBM has transformed from focusing on technology like mainframes in the 1960s to providing IT solutions and customization today. Key transitions include launching the IBM PC in the 1980s, reorganizing into a client-centered model in the 1990s, and acquiring businesses to expand offerings in the 2000s. Continuous leadership and an innovative culture have helped IBM adapt to changes in the external environment through both episodic and continuous organizational changes. This has allowed IBM to remain a leader in its field over several decades.
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The document discusses IBM's corporate governance and business ethics. It provides background on IBM's history dating back to the 19th century. It describes IBM's business structure, risk management processes, and focus on documenting controls, policies and risk assessments. The document also discusses IBM's operations in BRIC countries like India, where it has a long history and several regional offices. It outlines IBM's strategies of focusing on research and development, acquisitions, and using global centers of excellence.
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IBM has had a long history with many ups and downs. Some keys to its recent success include embracing consulting and data analytics through acquisitions, heavily investing in R&D spending $50 billion with 30% allocated to long-term research, and having a large, skilled workforce. IBM's plans to solve world challenges through targeting issues like pollution may face risks as the solutions to large problems are difficult with uncertain timelines and technologies that could become outdated. IBM also decentralizes and spends heavily on R&D.
IBM in 20 slides
IBM provides a 20 slide presentation summarizing its business. The summary is:
IBM has transformed itself into a cognitive solutions and cloud computing company through investments in Watson and IBM Cloud. It provides cognitive capabilities and cloud platforms to help organizations across industries digitally transform and make better data-driven decisions. IBM remains a global leader in areas like AI, cloud, security and blockchain through continued innovation in its products, services and research.
Ibm case study
International Business Machine (IBM) has experienced many ups and downs over its long history since 1910. [1] Key factors in IBM's recent success include its well-known brand name, global distribution capabilities, and ability to change its organization when technology changes. [2] IBM's plans to solve some of the world's most challenging problems may succeed because it hires scientists, engineers, and consultants, invests $50 billion in R&D with 30% for long-term research. [3] IBM's biggest competitors today are technology and consulting firms related to hardware and software like HP and Accenture. However, risks to IBM's current strategy include low success rates, R&D becoming obsolete, inability to
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IBM is a global technology and consulting company headquartered in New York. It has over 426,000 employees and annual revenue of over $103 billion. Some key facts:
- IBM pioneered many innovations including the floppy disk, hard disk drive, FORTRAN programming language, and ATM.
- It serves industries like aerospace, banking, government, and telecommunications. It provides technologies and services for business intelligence, customer relationship management, ERP, and financial management.
- IBM has adapted to changes in IT through initiatives in open source, cloud computing, services, and acquisitions like Lenovo for ThinkPads and Telelogic for product development software.
Rebirth of IBM
IBM has a long history dating back to 1911. After struggling in the 1990s, IBM underwent a major transformation led by CEO Lou Gerstner in the 1990s. Gerstner shifted IBM's focus from hardware to services and consulting. Subsequent CEO Samuel Palmisano continued this services focus and introduced the concept of "on-demand" computing. Today under current CEO Virginia Rometty, IBM continues to successfully transform its business model and focus on growth areas like cloud computing and artificial intelligence through acquisitions and innovation.
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IBM has transformed from focusing on technology like mainframes in the 1960s to providing IT solutions and customization today. Key transitions include launching the IBM PC in the 1980s, reorganizing into a client-centered model in the 1990s, and acquiring businesses to expand offerings in the 2000s. Continuous leadership and an innovative culture have helped IBM adapt to changes in the external environment through both episodic and continuous organizational changes. This has allowed IBM to remain a leader in its field over several decades.
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2. Intel aggressively defended its proprietary x86 architecture through licensing restrictions and marketing campaigns against rivals like AMD. This helped it maintain control over the industry standard.
3. Intel invested heavily in cutting-edge manufacturing capabilities to continually advance process technology in line with Moore's Law. This allowed it to integrate more transistors at a lower cost over time, keeping its microprocessors ahead of competitors.Managing The Three Types of IT
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2. IT selection involves taking an inside-out approach to determine what capabilities an organization needs from IT. Adoption requires creating complements to maximize value from selected technologies. Exploitation is about extracting maximum benefit once technologies are implemented.
3. Adoption is particularly challenging for EIT due to imposed new processes, but executives can intervene as complements to facilitate adoption. Ongoing exploitation relies on tuning organizational complements for FIT and NIT, and leveraging standardized data and workflows for E
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IBM has a long history dating back to 1911 and has transformed over the decades from a producer of tabulating machines and services into a global technology services and software company led by executives like Thomas Watson Sr., Lou Gerstner, and Sam Palmisano who implemented strategies shifting IBM away from hardware and towards higher value services and solutions. Under Gerstner and Palmisano, IBM divested low-value assets and acquired numerous software companies to build a portfolio focused on infrastructure, integration, and innovation to become a globally integrated enterprise.
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IBM is facing declining performance in its growth markets, with revenue from this segment declining 9%. Revenue from China accounted for almost half the decline as IBM missed its revenue expectations by $1 billion. The Systems and Technology segment generating $3.2 billion in revenue, down 17% from 2012, with much of the hardware decline coming from China as the government waited for new economic policies. However, investors should still trust IBM management and business model as the company has ambitious goals and a clear roadmap to achieving $20 EPS by 2015 through strategic initiatives focusing on growth areas like cloud, analytics, smarter planet, and business transformation.
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The document summarizes the history and transformation of IBM from 1911 to 1995. It describes how IBM was founded, grew to dominate the computer industry, but then struggled in the 1980s and 1990s as the industry shifted to personal computers and client-server models. Lou Gerstner was hired as CEO in 1993 to lead a turnaround. He cut costs, reorganized the business around customers, and stabilized IBM's financial position. By 1995, IBM's revenues had grown to $72 billion and net income reached $4.2 billion under Gerstner's new leadership and strategic focus on services, software, and distributed computing.
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Apple has continued to succeed under Tim Cook's leadership by launching innovative new products and addressing new challenges. Cook strengthened Apple's supply chain and culture while continuing Jobs' vision. New devices like the iPhone 6S/6S Plus and iPad Pro drove growth despite competition from Android and Chinese manufacturers. While Google Play now has more apps and Xiaomi rises in China, Apple remains focused on design, user experience, and integrating sustainability into its business under Cook's leadership.
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IBM is a values-based enterprise of individuals who create and apply technology to make the world work better.
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2. Intel aggressively defended its proprietary x86 architecture through licensing restrictions and marketing campaigns against rivals like AMD. This helped it maintain control over the industry standard.
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1. The document discusses three types of IT - function IT (FIT), network IT (NIT), and enterprise IT (EIT) - and three tasks for managing them: selection, adoption, and exploitation.
2. IT selection involves taking an inside-out approach to determine what capabilities an organization needs from IT. Adoption requires creating complements to maximize value from selected technologies. Exploitation is about extracting maximum benefit once technologies are implemented.
3. Adoption is particularly challenging for EIT due to imposed new processes, but executives can intervene as complements to facilitate adoption. Ongoing exploitation relies on tuning organizational complements for FIT and NIT, and leveraging standardized data and workflows for E
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IBM has a long history dating back to 1911 and has transformed over the decades from a producer of tabulating machines and services into a global technology services and software company led by executives like Thomas Watson Sr., Lou Gerstner, and Sam Palmisano who implemented strategies shifting IBM away from hardware and towards higher value services and solutions. Under Gerstner and Palmisano, IBM divested low-value assets and acquired numerous software companies to build a portfolio focused on infrastructure, integration, and innovation to become a globally integrated enterprise.
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The document discusses competitive strategies for different market structures. It outlines strategies for market leaders to expand demand and protect market share. Market challengers can attack leaders or other firms. Followers imitate and adapt, while nichers focus on small, specialized markets. The product life cycle progresses through introduction, growth, maturity, and decline. The case study describes IBM's history and transformation from hardware to consulting and analytics, helping solve major problems.
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With the product on hand our goal is to lower the statistics of deaths, listen to what their needs are as far as comfort but still keeping them safe. When it comes to Identifying economic, legal, and regulatory factors, I think that just staying up to standards again listening to customers’ needs and make sure our product does what we say it does passes all the testing by law in order to market the armor. I think leader ship is what will make the company successful with a good person who has the same outlook as why they became a part of the company is what the focus is.
So I went ahead and did the SWOT analysis and I think it pretty much sums up the company as far as opportunities, weaknesses, strengths and threats.
References
Last Name, F. M. (Year). Article Title. Journal Title, Pages From - To.
Last Name, F. M. (Year). Book Title. City Name: Publisher Name.
External Forces
Strength
Weakness
Opportunity
Threat
Trend
Legal and Regulatory
Strong respect for legal entities concerning the company and this new division.
Regulations on the foreign market may be difficult to combat.
Take advantage of regulations to implement new software and division into various markets.
Any patents that companies already own concerning technology developed by us.
IBM follows the laws and regulations set up by the government.
Global
IBM is well established in countries outside the U.S.
May not be able be profitable in more poor countries.
Countries outside the U.S. are eager for youth to learn technology
Foreign technology companies reproducing products for their own people.
Countries eagerness for technology advancement should open the door for sales.
Economic
Rise in the economy should give people more inclination to purchase goods.
So much technology is free through apps and such that people may not pay for knowledge.
Take advantage of the better economy during holidays when customers are willing to pay more.
If the economy took a turn for the worse again, it could affect sales.
The economy has improved over the last couple years and should continue to do so.
Technological
Software team is at the top of the industry.
Software may already seem “too difficult” by older community.
Schools using up to date technology in classes could lead to software implementation.
Smart devices making computer software obsolete.
Technology is constantly improving and this generation wants it.
Innovation
Developing technology to cater to anyone in the family.
Innovating quicker than the public has time to react.
People want advancement in technology and this division is willing to innovate that on their level.
Foreign or domestic innovation rising at a quicker pace than the company.
Innovation will continue to rise, especially on the technological level.
Social
Division is focused on the family unit and connecting those families to technology and each other.
May not be able to attract ...
The Cloud Is The Corporation Abeyta
The document proposes an enterprise social software solution hosted in the cloud and built on Microsoft's products. It projects $15 billion in first year sales from 100 million licenses sold at $150 each. The solution aims to enhance collaboration and optimize communication securely across organizations. Risks include security breaches and an unfavorable reaction to its proprietary nature, but these are assessed as medium to low risk with mitigation strategies. The marketing strategy leverages Microsoft's brand and distribution channels while emphasizing benefits like cost savings, mobility, and environmental friendliness.
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The document discusses findings from a global market research project on how IT leaders are responding to the economic crisis. It finds that while many companies are struggling and cutting costs, a new breed of forward-thinking IT leaders understand how to use technology strategically. These IT leaders are reducing infrastructure costs, increasing efficiencies through virtualization and cloud computing, and better positioning their companies to weather the economic downturn. The document provides recommendations for IT leaders on managing through the recession, including modifying business plans, focusing on enabling the business rather than just costs, and exploring outsourcing and infrastructure consolidation.
IFIP 8.2 Panel On The Service Economy
This panel will examine the impact of the growth of the service economy on organizations and information systems from four perspectives: (1) internal changes in organizations, both service providers and service clients, in terms of their structures, processes, and competencies; (2) redefinition of inter-organizational relationships and re-drawing of organizational boundaries and identities; (3) the role of IS in enabling these new collaborative relationships; and (4) the possibility of designing better applications to enhance organizations’ capacity to engage in service exchanges.
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Portfolio-Mang_TECH_Fall-2016
The document provides an analysis of sector and industry weightings for the Tiger Fund technology sector. It recommends an equal weight of 0.66% for Qualcomm in the Communications Technology industry and overweight positions in Microsoft, Facebook, Alphabet, and Salesforce in the Computer Services Software & Systems industry. It recommends an underweight position in the Computer Technology industry to decrease exposure to declining Apple phone sales and take a position in IBM to participate in its artificial intelligence initiatives. Catalysts that could trigger changes in weightings include company growth rates, smartphone market trends, and shifts in technology.
Press releases
IBM introduced new software and services to help clients transform their business processes to increase efficiency, reduce costs, and find new ways to grow. The new unified Business Process Management platform gives clients unprecedented visibility into key operations so they can model, automate, monitor, and adjust plans instantly. IBM also announced new consulting services to help clients improve the performance of processes like marketing, HR, and industry-specific processes. The new offerings are aimed at helping businesses gain insights into markets, tune processes, and enhance infrastructure to execute new processes.
Apple inc. Strategic Case Analysis
Full strategic case analysis for Apple incorporation including industry , competitor's and firm's self analysis. It covers all the strategic issues facing the industry and Apple inc. as well as the recommended solutions for these issues on business and corporate levels.
The study shows the development on the Apple Inc. mission& vision and the strategic objectives over time.
Business case of IBM
IBM is a large American technology company known for computers, software, and services. It aims to lead in advanced technologies and translate them into value for customers. IBM has a long history dating back to the 1930s and has grown significantly. It faces strategic issues related to skills shortage in the industry, market segmentation, current marketing situation, and competition.
Mis 012
The document discusses the evolution of IT management over four eras from the 1960s to present. It describes Cash and McFarlan's strategic grid model which categorizes IT management environments based on dependence on existing vs planned applications. Various generic IS strategies and principles of developing killer apps are outlined. Challenges of digital transformation and leveraging IT for competitive advantage are also summarized.
Mis 999
The document discusses strategic IT management and the evolution of IT over different eras from the 1960s to present. It outlines different IT management environments including strategic, turnaround, factory, and support based on an organization's dependence on existing and planned applications. Different IT strategies and challenges of implementation are also summarized.
IIoT Talent Implications
The document discusses the opportunities presented by the Industrial Internet of Things (IIoT) and the challenges industrial companies face in attracting software talent. It notes that while the IIoT is estimated to generate $15 trillion in economic growth, industrial companies are not traditionally viewed as desirable places for software engineers to work. The document offers solutions for industrial companies to recruit software talent, including communicating a compelling vision of the company's role in the IIoT, focusing on candidates' networks to facilitate additional hiring, and shifting the organizational mindset to that of a software company in order to attract disruptive talent.
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Want to follow along with the webinar replay? Download it here for FREE: https://info.aiim.org/intelligent-automation-proven-practices-for-saving-time-money-and-effort
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IBM
- 2. Analyze IBM strategies, to remix their businesses in order to move to the emerging higher-value spaces, in Macro and Micro environment level
- 3. IBM strategy PESTEL analysis in Macro level Five forces analysis in Micro level Recommendation Conclusion SOWT analysis Complexity analysis
- 5. IBM Strategies Hardware And Services Software IBM sold the personal computing department To Lenovo
- 6. PESTEL Analysis for Macro environment factors Social Political Technological Environmental Economic Legislative
- 7. Iraq War in 2003, affected world economy, and IBM stock fell down. Technology affects directly to computer technology industry because computer technology can be used as a tool to invent many technological products An illness like bird flue, in 2004 effect to all businesses that operate especially in China. IBM has many suppliers in china and Asia countries. Technological Political Environmental PESTEL Analysis
- 8. Oil price, increase the price of energy and reduce the worth of Dollar. IBM has a good reputation as big and innovative Information technology company in the world. U.S. Government, sanction against Iran and North Korea. PESTEL Analysis Social Economic Legislative
- 10. Five Forces Analysis for Micro environment factors Intensity of Rivalry Bargaining Power of Suppliers Bargaining Power of Buyers Threat of Substitutes
- 11. Five Forces The Threat of Entry Intensity of Rivalry Bargaining Power of Suppliers LOW LOW The high capital investment, high budget for research and development, and high technology of production can be seen as factors that prevent new competitors to enter into computer technology industry. High There are many computer software manufactures in today global market. Each manufacture tries to differentiate its product by creating new programmes that make a computer more powerful. IBM’s business employs a wide variety of components, supplies, services and raw material from a substantial number of suppliers around the world.
- 12. Five Forces Bargaining Power of Buyers Threat of Substitutes LOW Software is the main component of the computer which used to enable a computer to perform specific tasks. Nowadays, there is no product to replace or substitute computer software. High As IBM operates business in B2B market, most organizations always buy in large amount per one time. Therefore, customers have power to negotiate with the company.